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Relating is an indispensable quality that even an incomplete leader should possess since it plays a pivotal part in the health of the organisation. This is because, in an organisational structure, the leaders will have to interact with their peers and subordinates with confidence for the smooth functioning of the system. “Leadership is not a solo sport. We work with and through other people” (Varghese, 2010). Chris Argyris and Don Schon developed the techniques of inquiring, advocating and connecting by which relating can be implemented practically. Inquiring refers to authentically understanding the cogitation and perceptions of the employees. Advocating is the method by which a leader explains and makes his subordinates understand the reasons that led to certain conclusions. Connecting is the capability of a leader to organise a group of members who can assist in the entire process of decision making. Connecting with peers is also a form of developing leadership skills because a single person may not be bestowed with all the qualities. An effective leader will be able to find a balance between these three attributes and make suitable decisions. The behaviour perspective of leadership theories suggests that employee-oriented leadership can dramatically improve the group work performance of the workers as well as higher employee satisfaction (Kahn and Katz, 1978).

A real leader will spend time with their assistants to solve their issues. They find time to do this since it is an investment to improve their leadership skills. They keep the doors open to everyone in the organisation for suggestions and feedbacks. A notable leader who maintains a good relationship with his employees is Mark Zuckerberg, CEO of Facebook. Instead of discriminating the opinions of the employees based on experience and age, he considers everyone’s ideas. He also gives his employees the opportunity to work in creative ways rather than following the traditional norms of an organisation. Unlike the conventional leaders, he always finds time to interact with his employees, which is a trademark of a successful leader.

The importance of relating is growing exponentially in the 21st century because the traditional concept of leadership where the decisions were made in an autocratic manner is changing to a networking type of attitude with more transparency. A leader who maintains an established relationship with the employees will be able to sort out every hindrance in the process of improving the organisation which may otherwise be difficult to sort out if working alone. Moreover, we feel that quality of relating is an asset for a leader since the peers will have a sense of bond with the organisation and they will work with commitment rather than force if the leader maintains a good relationship which in turn reflects in the overall performance of the organisation.

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